Tag Archives: employee experience

10 reasons why Employee Experience will improve your Customer Experience

I once attended a meeting discussing with a company who had an issue with their speed of delivery and getting it right first time. What they delivered was falling below expectation of customers and they wanted to put in place processes to speed things up. We intended to kick-off by reviewing the correlation between this issue and attrition, so it was a key to resolve.

Five minutes in to the meeting one of the attendees excused himself and popped out, without explanation. They arrived back 5 minutes later. I asked what happened and he said he’d forgotten his notes for the meeting. Ten minutes after we started another of their colleagues arrived, apologising for being late with explanation and everyone carried on.

At this point I asked how confident they were they could fix things. They said because it was simply a process issue it would be fine. I played back the lateness and incorrect information at the meeting. They recognised it was more than a process, it was cultural.

Lack of cultural alignment of CX is the second most cited reason for failure of customer experience. The focus for this company then shifted from customer experience to employee experience. It was agreed standards needed to be established which changed behaviours. With the employee experience improved, many of the customer experience issues disappear, specifically much of the bad demand – as in this case.

You can’t complete one without the other, but neither should you separate them. Working on customer experience initiatives is a great mechanic for staff to value the importance of delivering a great employee experience too.

10 stats highlighting the importance of Employee Experience on Customer Experience

How understand how you can improve your customer experience performance through a more resilient and rewarding customer experience contact christopherbrooks@lexdengroup.com

Lexden | the Customer Experience Practice 


Make the difference to your Customer Experience with Lexden’s CX Game

There was a piece of research from e-consulting that showed CX was perceived to be the most fun area of business to be involved in. Whether you are putting a smile on the customers face every day or helping the CEO understand the correlation between fulfilling experiences that matter and profitability, you can see how the argument stacks up. Positive outcomes create contentment all round.

We are involved across all areas of customer experience; helping improve clients CX endeavours when others have left things a little unravelled or working up from a blank sheet to create CX strategies which shift a company’s focus from product to customer centric, right through to designing and building employee engagement board games!

Yes, you read that correctly. I didn’t expect it would be something we would need to do as CX consultants, but now it’s built, clients have played it and improvements have been created, it has become one of our favourite CX activities.

Why a CX board game?

We was providing CX support to a leading hotel group. Each of their three hundred plus hotels received a continuous slice of VoC guest feedback. But it wasn’t always easy to engage employees at each hotel to review and act on what they received.

To engage and create resulting action we devised a format to ensure the hotels received a more ‘digestible’ format they could enjoy reviewing and would work together to create better outcomes for guests.

After some consideration and discussions with specialists in fun, we came up with the board game format evoking childhood memories of fun, relaxation and curiosity – the combination we needed to get different members of staff from across the functions of the hotel to gel together.

The idea being that colleagues from across the hotel could come together (during breaks or team training slots), review the big issues and use the game mechanic to arrive at better outcomes. For the hotel the concept was ‘checking guests in, being served with a problem and then devising solutions based on the proven ideation techniques we provided’.

The solutions would then be approved by other players (representing the guests) and put in to practice at the hotel. The results would be shared with other hotels across EMEA using a shared digital platform.

Over the years since we first played the CX Game in Brussels, we’ve rebranded the CX Game, for several companies including insurers, universities, banks and pharma brands (often without the digital sharing capability). Many have found the game play format perfect for bringing back office colleagues along the CX journey. 

So it’s a unique concept format for each company. For more information, please forward your details

The CX Game in summary

  • Use clients own customer feedback (VoC) data issues (although we can also use award winning behaviour change data if clients need a reliable data source)
  • Include customer facing and back office staff
  • Branded game format
  • Used to fix specific problems
  • Use the same format to create customer or colleague improvements
  • Act as a catalyst to create customer personas and customer standards
  • Produce actionable and measurable customer improvements
  • 1 hour duration to engage colleagues in understanding the value of customer-led thinking

As mention, we have also developed and delivered successfully a version for employees who are not connected to the customer. They bring their business challenges instead of customer challenges to the meeting and we use a similar set of techniques to create solutions which customers would approve of. It’s a great way of introducing colleagues from across the business to customer experience. It also serves as a great ‘problem solving’ format for any team away day.

Game playing time is now referred to ‘SPARK sessions’ following one participants comment that it had at last ignited the connection between their back office role and it’s impact on the end customer. We also run ‘trainer’ sessions with ‘Pass it on’ packs for those attending to take away and cascade the knowledge to their colleagues.

The competitive gaming session intentionally only last 60 minutes to keep the energy levels up. This can be accompanied by a ‘The value of CX’ interactive workshop. This introduces participants to the difference between the danger of making functionally better customer experience without incorporating branded distinction.

Customer Standards, the magic ingredient for success with CX

As an extra ingredient, we can use CX behavioural change driver research (award winning academic research accounting for 90% of customer decision making. These are validated with stakeholders and customers and then designed as an accessible set of Customer Standards to help colleagues’ prioritise and direct decision-making in favour of achieving the right customer outcomes. This engenders confidence from senior leaders that any decision (internal or external) will be seen as valued by customers, and differentiated to competitors. We have found this is the smartest way to get employees from all areas of the business on-board with branded customer experience.

Client feedback on Lexden’s The CX Game has been great

The outcome is always the same: employees empathise with customers, understand the impact their actions have on customers, take ownership of improving the situation and drive the change through from their role profile.

Clients have expressed their satisfaction with the format and we find it delivers the value of branded CX more effectively than any town hall, video or presentation can. We’ve had some great feedback:

  • “Really enjoyed the whole approach – especially important we got to be hands on”
    PM Community Manager, Transformation & Change
  • “Good interactive sessions had been created to stretch the mind and really think about what customer standards means in your own world”
    Interim Head of Internal Communications
  • “Very interactive and fun way of learning… quality of materials was very high. Reinforced our responsibility for all being advocates of customer thinking”
    Head of Audit

  • “I thought the approach was great. A breath of fresh air what with the level of engaging multimedia, inclusive group activity and fun focused on what I found to be a very useful framework. All transformation should aim to be like that.”
    Solicitor, Treasury & Corporate Legal
  • “I thoroughly enjoyed the session and would encourage the bank to hold more engaging sessions such as this on other topics in the future”
    Financial Accountant, Financial Control
  • “I really enjoyed the session and gained comfort from the fact that we could all see where we add value to the customer in the work we do”
    Analysis & Build Lead, IT Relationship and Change
  • “I really enjoyed the sessions …and I want to conduct it for my Teams”
    Business Readiness Manager

If this has been of interest, why not find out more?

We can provide the CX Game as a finished product for you to use with your colleagues, or we can facilitate groups from 4-200 gaming sessions or training.

If the Customer Standards are of interest as well, we can share much more on the thinking and the difference applying Customer Standards in Customer Experience can have on the potential for sustained commitment by all to CX. As well as successful formats which have been applied.

For more please information, please contact Christopherbrooks@lexdengroup.com

If you’d like to receive more articles on driving more profitable Customer Experience, please sign up to our free monthly ‘Customer Experience Update’.

Lexden helps deliver effective customer experience insight, strategy, content and creative activation clients seeking sustainable profit from customer experience.

5 customer experience examples from the automotive sector

The great thing about working on customer experience mentoring and programme management is  how transferable ideas and initiatives are across different sectors. Customer is a constant regardless of sector so ideas transfer and inspiration can be taken from other sectors. It’s quite unique in that way. Clients are keen to see examples from other sectors to help stretch the thinking within their own.

With that in mind, here are 5 examples of customer experience initiatives from the automotive industry. So if it’s your sector; hopefully you can take direct lessons from these. And if you are in a different sector, let them inspire your lateral thinking.

Ownership drives customer- centric approach at JaguarJaguar

JLR asked Engine Service Design to help them design the customer experience around the purchase and, critically, the ownership of the C-X75. Engine explored a range of complex needs around ownership and driving experiences to develop the customer experience. Engine translated the insights into a set of principles and service personality to guide both the C-X75 experience and also the wider JLR experience.

Meet the BMW CX geniuses 

“The dealership experience is as old as the car industry, roughly one hundred years old. While cars have changed, the retail experience is much the same as it was one hundred years ago,” says Dr. Ian Robertson who oversees global sales and marketing for BMW.BMW

BMW leaders studied brands outside of the car industry to create BMW’s “future retail strategy.” According to Robertson it led to “a complete redevelopment of BMW’s digital world, the physical experience at the dealership, and how our people interact with customers in the sales process.” With an obvious nod to the Apple Store, BMW decided to create a new role in its dealerships—the product genius. The BMW product genius is a non-commissioned expert who will spend as long as it takes to educate car shoppers about their choices. “The product genius is not encumbered by the sale process and is not motivated to sell a car,” Robertson responded. “His motivation is customer satisfaction.”

BMW has already recruited about 900 people for its product genius positions and will hire a total of 2,000 over the next 12 months. The dealerships will also offer a seamless multi-channel transition from the digital store to the physical one. Robertson made an observation that applies to most business ventures in today’s digital economy: “What we have done in the past is definitely, definitely, definitely, not good enough for the future.”

Employee engagement to drive customer experience improvements at Lookers

lookersLookers recognises that a motivated and satisfied workforce lies at the heart of its success. It enhances its ‘Customers for Life’ company strapline and ethos. It revolves around Lookers NICER values: Nice, Informative, Caring, Enthusiastic and Responsive (driven by customer relationship drivers).

Paul Bentley, Director of CX said, “It’s that simple really. Happy staff makes for happy customers. The customer experience is the ultimate differentiator in the modern car retailing business and we are keen to make sure we deliver the best there is”. Areas of improvement targeted include customer and staff engagement, where regular appraisals, customer and staff surveys and improved internal communication are made a priority through regular analysis and measurement.

Audi uses customer experience to turn satisfaction scores around

audiAudi’s 2020 vision is to leave customer’s delighted. But 21st out of 23 in the International Aftersales Customer Satisfaction (IACS) rankings meant they had work to do. service issues and poor comms drove Audi customers elsewhere. A ‘Driven to Delight’ programme reached out to all 132 Audi centres from valet to sales translating ‘delight’ into behaviours.

A mobile entertainment unit took a roadshow taking everyone on the journey towards ‘delighting’. Starting with negative customers and finishing with a premium customer experience showroom once customers were turned into more loyal and profitable fans from receiving a better customer experience.

Where customers were satisfied was the foundation built on. But using a ‘Total Reality’ the appointed Brand Biology consultants worked with staff to figure out improvements. Staff bought in and committed to deliver improvements. The following years IACS results ranked Audi eleven places higher at 10th.

A differentiated customer experience the Mercedes Benz way

mercAfter sales is key for premium car sales. External market forces have levelled the playing field with the independents stealing share on price. Mercedes Benz looked to differentiate their offer.

Time was spent with dealers and customers to understand what great looked like when it came to after sales. Competitors that were praised were mystery shopped too. all insights were mapped across an organising vision. A suite of end-to-end concepts and experience enablers were tested using desktop versions to full scale prototypes. Five service principles were arrived at and MyMercedesBenz after-sales vision was born. Which features several core propositions such as My service booking apps.

Workshops were used to drive staff engagement. And a pilot was developed wit every aspect of the experience; comms, behaviours , interactions with 3rd parties and environment revised to align to the visions.

Satisfaction rating rose by 50%. Retail visits jumped to 8.1% against national decline of 3.1%. Average spend up £18. MyMercedesBenz has rolled out to 25 regions with 25 more and collected a host of prestigious industry awards.

I hope these have been of interest to you, whatever sector you are involved in.

Posted by Christopher Brooks, Director, Lexden

Lexden is a Customer Strategy Agency | We put customers at the start and the heart of marketing strategy

We work with brands to attract and retain happy customers | We achieve this by helping them to understand what makes their customers tick, building memorable customer experience strategies and creating engaging customer value propositions.

If you like what you’ve read please sign-up to our monthly ‘Putting Customers First’ newsletter. Or for a discussion on how we may be able to help you, contact christopherbrooks@lexdengroup.com or call us on  M: +44 (0) 7968 316548. You can also follow us on LinkedIn Facebook and Twitter.